课程定位

面向销售、采购负责人及企业中高层管理者，学习商务谈判准备、筹码分析、各阶段技巧与合同风险控制。

学习收获

• 明确谈判定义、理念与双赢原则。
• 了解谈判准备工作及其重要性。
• 学习谈判各阶段的技巧。
• 学习谈判策略与技巧。
• 增强谈判自信。
• 学习从被动应对转向主动准备与沟通。

课程特色

• 结合囚徒困境、PRAM、公平理论、黑箱理论、巴拉巴拉案例与五环布局练习。
• 同时讨论成本结构、盈亏平衡点、变动成本与标准成本，以及语言表达、倾听、发问、让步和合同条款风险，结合中英文术语学习。

课程模块

第一部分：有趣的谈判理论让您掌握谈判的真谛

• Part I: Interesting Theories of Negotiation Equip You with the True Essence of Negotiation
• 1. 囚徒困境谈判
• Prisoner’s Dilemma Negotiation
• 2. PRAM 谈判
• PRAM Negotiation
• 3. 从公平理论中寻找如何实现双赢
• Look for how to achieve win-win situation from equity theory
• 4. 从黑箱理论中寻找谈判点
• Look for negotiating points from black-box theory
• 5. 如何构筑双赢的谈判
• How to build a win-win negotiation
• 6. 零和谈判与变和谈判
• Zero-sum Negotiation and Variable-sum Negotiation
• 案例练习——如何让对手感觉到“赢”
• Case study—how to make your opponent feel that he “win” the negotiation

第二部分：寻找谈判筹码增加致胜力量

• Part II: Look for Negotiating Leverage to Fortify Winning Power
• 1. 买卖双方力量对比分析
• Contrastive analysis between the strengths of buyer and seller
• 2. 买方的供应商策略和供应商的顾客策略
• Buyer’s supply policy and supplier’s customer strategy
• 3. 知己知彼 Know yourself as well as the enemy
• - 己方市场地位分析
• - Analysis of your market position
• - 供应商市场地位分析
• - Analysis of supplier’s market position
• - 己方产品分析
• - Analysis of your product
• - 供应品市场分析
• - Analysis of the market of supplies
• 4. 主宰谈判桌的两条线
• Two lines to dominate the negotiating table
• 5. 双方对谈判的“诉求”分析
• Analysis of both parties’ “appeal” for negotiation
• 6. 如何创造“诉求”
• How to create “appeal”
• 案例练习——挖掘“巴拉巴拉”致胜密
• Case study—dig into the winning secret of “Balabala”

第三部分 谈判的八个步骤让您步步为赢

• Part III: 8 Steps in Negotiation for You to Win Step-by-step
• 1. 如何制造对己有利的态势
• How to create favorable situation for yourself
• 2. 如何制定战术
• How to develop tactics
• 3. 如何进行前置谈判
• How to conduct pre-negotiation
• 4. 如何制定预案
• How to make plan
• 5. 如何出牌
• How to play your card
• 6. 如何让步
• How to compromise
• 7. 如何检讨谈判成果
• How to review the results of negotiation
• 8. 如何谈判收尾
• How to end the negotiation
• 案例练习——谈判步骤的设立
• Case study—establishing negotiating steps

第四部分 谈判五环布局让您运筹帷幄

• Part IV: 5-link Layout Allows you to Have the Situation Well in Hand in Negotiation
• 1. 有备无患
• Preparedness averts peril
• - 地点准备
• - Preparation of location
• - 时间准备
• - Preparation of time
• - 进程准备
• - Preparation of progress
• - 方案准备
• - Preparation of scheme
• - 如何使用谈判底线
• - How to use the bottom line of negotiation
• - 如何设定谈判议题
• - How to set the topics for negotiation
• 2. 如何识别影子决策
• How to identify shadow decision
• 3. 如何组成谈判团队
• How to organize negotiating team
• 4. 如何设置谈判环境
• How to set the environment of negotiation
• 5. 以人为本
• Focus on people
• - 日本人谈判风格
• - Japanese negotiation style
• - 美国人谈判风格
• - American negotiation style
• - 欧洲人谈判风格
• - European negotiation style
• - 中国人谈判风格
• - Chinese negotiation style
• 案例练习——用五环布局为一场谈判布阵
• Case study—use 5-link layout to embattle a negotiation

第五部分 洞察成本结构把价格砍到“底”

• Part V: Fully understand cost structure, negotiate the price to the “bottom level”
• 1. 供应商的 6 大成本结构
• Supplier’s 6 cost structures
• 2. 供应商是如何定价的
• How does the supplier define the price
• 3. 如何测算供应商底价
• How to measure supplier’s bottom price
• 4. 如何测算“盈亏平衡点”探明供应商利润情况
• How to measure “break-even point” and ascertain supplier’s profit
• 5. 何时采取“变动成本法”拿到真正的“最低价”
• When to adopt “variable costing” and get the real “bottom price”
• 6. “标准成本”——让供应商不得不服的砍价目标
• “Standard costs”—the bargaining target supplier has to obey
• 案例练习——供应商成本结构分析
• Case study—analysis of supplier’s cost structure

第六部分 谈判桌上的玄机

• Part VI: Mysteries on the Negotiating Table
• 1. 如何妙用语言的艺术
• How to use the art of language skillfully
• - 语言表达的玄机
• - Mysteries in language expression
• - 如何从倾听中寻找玄机
• - How to look for mysteries from listening
• - 如何发问的玄机
• - Mysteries in how to raise questions
• - Yes,If 的妙用
• - Make best use of YES and IF
• 2. 让步的艺术
• The art of compromise
• - 一步到位战术
• - One-stop Tactics
• - 切香肠战术
• - Salami Tactics
• - 谈判节奏的掌控
• - Control the pace of negotiation
• - 沉默的妙用
• - Magical use of silence
• - 小结的妙用
• - Magical use of summary
• - “黑脸”、“白脸”角色
• - Good guy and bad guy
• 3. 以退为进
• Retreat for the sake of advancing
• - 以理服人技巧
• - Skill of convincing people by reasoning
• - 以势压人技巧
• - Skill of overwhelming others by power
• - 以情动人技巧
• - Skill of moving people by motion
• - 以礼诱人技巧
• Skill of seducing people by gift
• 4. 电话 谈判技巧
• Skill of telephone negotiation
• 案例：一场技巧取胜的谈判
• Case study: a negotiation won by skills

第七部分：全部谈判成果用合同锁定

• Part VII: Lock all Achievements of Negotiation with Contract
• 1. 百试不爽的十句箴言
• 10 tried-and-true proverbs
• 2. 不断谈判，不断总结
• Always negotiate, always summarize
• 3. 价格条款的风险控制
• Risk control in price terms
• 4. 交期条款的风险控制
• Risk control in delivery time terms
• 质量条款的风险控制
• Risk control in quality terms
• 5. 合同执行的风险控制
• Risk control in contract execution

适合人群

销售总监、销售经理、采购部经理及企业中高层管理人员

师资信息

宫老师。 中国采购商学院 首席专家 Chief Expert of the Chinese Institute of Purchasing Management 中国采购与供应链工作坊 总教练 Head coach of Chinese Purchasing and Supply Chain Workshop 上海跨国采购中心核心专家 Core expert of Shanghai International Purchasing Center 中国好采购-年度千人会创始人 Founder of Chinese Top Purchaser—Annual Thousand People Meeting 中国机械工程学会物流工程分会理事 Member of Chinese Mechanical Engineering Society Logistics Engineering Division 上海交通大学毕业、中国人民大学 MBA  Graduated from Shanghai Jiaotong University and MBA of Renmin University of China 曾因降低采购成本的突出贡献，获得过世界 500 强公司德尔福美国总部全球总裁特别奖。 Used to win the Special Global CEO Awards of Fortune 500 Delphi U.S. Headquarters for outstanding contribution to reduction of purchasing cost 工作访问过 20 几个国家，对不同地区采购文化和采购管理有深刻的理解。 Visited more than 20 countries at work and formed profound knowledge on purchasing culture and management in different regions. 对集中采购管理、集团供应链管理、流程再造、成本控制、项目采购、绩效考核、招投标、供应商评估 与选择等有丰富的实践经验。 Possess rich practical experience in concentrated purchasing management, group supply chain management, process reconstruction, cost control, project purchasing, performance assessment, bidding, and supplier assessment and selection, etc. 具体授课安排以当期正式通知为准。

课程咨询与报名

了解本期课程安排、师资及报名事项，请联系新中华学习网：400-061-6586，也可使用本页下方的报名咨询表。具体开课安排以正式通知为准。

温馨提示：本文内容根据课程内容整理，各模块实际讲授内容由授课老师根据学员情况灵活调整，最终以课堂授课为准。